“Younger people are especially hungry both to learn and to receive affirmation that they are doing a good job. I’ve found the best ones are generally much more motivated by incremental education and acknowledgement than they are by a modest bump in salary. Of course, the same qualities that make younger colleagues so responsive to the education and praise you offer may also make them susceptible to negative feedback loops, so be mindful of the context into which you toss them.
The best managers of younger employees are people who would otherwise love teaching for a living. They prize helping others grow and tend to overexplain their reasoning for decisions. … Really excellent managers of really excellent young people also set up regular teaching sessions for them on different parts of the business.” – Article